Search results

The purpose of this paper is to explore the key issues surrounding teacher/staff disability disclosures in the UK's further education (FE) sector.

In total, 15 semi-structured interviews were conducted in a medium-sized FE college (case study) setting in the South East of England. To compare the experiences, views and perceptions of leaders, managers and teachers, interviews were carried out with leaders and managers who are accountable for ensuring disability legislation is adhered to, and with teachers who are responsible for complying with equality and disability legislation. The 15 interviewees who volunteered to take part in this research represent the various layers of the organisational structure and different academic departments in the college.

Two major themes discussed include: the desire for teaching staff to “come out” and make a disability disclosure and the perception of disability as a “deficit”. A number of staff that disclosed their hidden disabilities stated they would not do so again. To avoid the negative side effects, developing a “culture of disability disclosure” and providing long-term employer support are required.

This is an exploratory qualitative case study that highlights some of the key issues from a teacher/staff perspective. It is not meant to be generalisable research, but the ideas therein should help to develop a wider (empirical) research agenda.

There is an abundance of critical and sociological research concerning disability disclosure in general; there are also a number of scholarly studies that focus on disability issues from the student perspective. However, this is the first scholarly study that explores the key issues involving FE staff.

The purpose of this paper is to examine some of the key contextual, personal development and research issues facing micro-ecopreneurs in the UK food industry.

Key literatures and definitions are examined concerning the role of an ecopreneur, as well as the nature of ecopreneurship. Contextual ideas are drawn from arguments concerning the triple bottom line, and economic versus social and ethical trade-offs, as well as a closer examination of the UK food industry and future trends.

The UK eco-enterprise market has been growing and dynamic. However, micro-ecopreneurs in the UK food sector are now faced with numerous trade-offs and challenges, not least in terms of educating consumers, overcoming difficult market situations, and gaining access to venture capital. In the absence of widespread data, there have been calls for further research to clarify fundamental conceptual questions, such as: What are the long-term sustainability trends for ecopreneurship in the UK food industry? How will ecopreneurs deliver high-quality produce alongside demands for cheaper and more processed foods, commonly found in many UK supermarkets? What motivations, personal development skills and managerial qualities are required from future micro-ecopreneurs for long-term success in a highly competitive sector?

The authors direct future researcher attention to the key managerial and personal development issues facing many small business ecopreneurs.

This commentary is intended to explore broad issues and ask pertinent questions, in light of the harsh economic realities in 2013, experienced by many smaller UK ecopreneurs.

Substance misuse results in a wide range of problems for supported housing landlords, staff and tenants, including drug dealing and use, burglary, street drinking, begging and drug paraphernalia. A lot can be done to limit the impact of substance misuse, using crime prevention techniques. In particular, application of crime prevention through environmental design and management (CPTEDM) can help. This article provides a background to CPTEDM and some practical examples of how to address specific problems relating to substance misuse. It explains how to carry out a visual audit to identify problems relating to the impact of substance misuse on local communities, at the same time encouraging participation from tenants where appropriate.

Roger Cagle, the co-founder and deputy CEO of SOCO International, watched the dreary London rain outside his office window one February morning in 2015. Never had SOCO, the oil-and-gas exploration and production player that ranked among Britain’s top 200 companies, experienced such a public backlash against its operations. For nearly 20 years, Cagle had helped steer his company’s projects around the world—often in volatile regions where others feared to tread, such as Vietnam, Russia, and Yemen—while delivering significant returns to investors. But the international uproar surrounding SOCO during the past year had been nothing short of mind-boggling.